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(Doc) Assignment on Human Resource Management

   

Added on  2021-04-21

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Running head: HUMAN RESOURCE MANAGEMENTHuman Resource ManagementName of the StudentName of the UniversityAuthor note

2HUMAN RESOURCE MANAGEMENTIntroductionHuman resource or HR practice is the strategic use of human resources to meet theobjectives of the organisation, while ensuring the satisfaction of all the employees. HRmanagement of human resources involve planning, organising, controlling, and directing. Thesefour elements are useful for development and maintenance of human resources. HR managementis important as employees and their skills, abilities, knowledge ensures organisational success.The HR practices are important in guiding the operations of human capital (Armstrong andTaylor 2014). The report deals with the discussion on HR practices of Tesco in Ireland thatconducts grocery business. It was formed in 1997 by the supermarket group Tesco plc. In Irelandthere are 148 Tesco stores operating currently. It is the leading food retailer in Ireland and hasemployed (Chen 2014). As a role of HR consultant, the HR aspects of Tesco that will bediscussed are recruitment and selection of employees, achievement of high performance from thenew employees, achievement of commitment from the new employees, potential issues on crosscultural management and other challenges. Part A: Recruiting and selecting our new employees According to Armstrong and Taylor (2014) recruitment and selection of new employeesin retail stores is mainly based on the qualifications matching the job profile and experience insimilar industry. Retailers benefit from employees actively participating in walk-ins. It is becausethe retail business is highly dependent on front end sales. Front desk service staff plays a crucialrole in interacting with customers. Therefore, store mangers engage in recruitment throughasking customers, open interviews, other stores, and referrals (Harney and Monks 2014).

3HUMAN RESOURCE MANAGEMENTWhile in Tesco, jobs are advertised in different ways. Initially it opts for internal jobposting using “internal talent plan” to give opportunity to enthusiastic employees, seekingopportunity. The job post is available on intranet. For external recruitment, the vacancies areposted on www.tesco-careers.com. The prospective employees can also register themselvesthrough “jobcentre plus”. Further, Tesco goes for intense advertisement for specific jobs such asonline and offline media, radio and television, and magazines. It is evident that Tesco engages ininternational recruiting efforts that are more intense than the traditional HR practice in this sector(Finance 2018). For final stages of selection, retail store mangers screen employees for best fit for the jobrole. Skills looked for are customer service skills, problem solving during conflicts withcustomers, dynamic personality, positive body language and ability to respect client’s needs. Theselection of employees involves review of resumes, followed by telephone interviews andscreening, interviewing, selection involving HR feedback, as well as personality test (Harney andMonks 2014). Tesco screens employees those are most suitable and demonstrates CV thatmatches the job specifications. Tesco saves huge time by 'job type match'tool on its website toallow employees know their eligibility. Followed by screening, Tesco conducts assessment ofeach employee to ensure consistency. The employees are tested for problem solving skills andthose qualified are taken for interview. It is conducted by the line mangers in coordination withHR managers (Finance 2018). Thus, the selection of employees in Tesco follows the pattern thatis common to industry, but very stringent. The company uses both hard and soft measures inrecruitment and selection. There is not much need of improvement in this area. However, Tesconeeds sound strategies to sustain the competition in the cut throat market. The company must

4HUMAN RESOURCE MANAGEMENTretain the old employees, with substantial experience and reduce casual employees as muchpossible (Hayre 2015). Part B: Achieving high performance from the new employeesTo achieve high performance from the employees, the HRM should promote everyopportunity of growth and learning. The HRM must further develop objective pay policy, createanonymous feedback mechanism, ensure effective communication, and establish an open bookmanagement system (Armstrong and Taylor 2014). HR practices in Ireland for ensuring highperformance from new employees are investing in learning and development, creation ofattractive ambience, up skilling of current practices, pay benefits, to ensure talent pipeline forfuture. Talent management is central to HR practice as it address skills shortage, ensureflexibility from employees. Another method to ensure high performance in this industry isleadership development. It reflects good people management practice that is central to retailssector employee skills (Harne and Monks 2014). Tesco ensures high performance from new employees by respecting diversity, providingequal opportunity to all the employees, and good training and development opportunities. Tescoin Ireland is recognised for its attractive pay and performance benefits to drive high performancefrom new employees. Eventually, employees at Tesco give more productivity as they feel valued(Walsh 2015). Tesco provides training and development to new employee to serve customersbetter. Tesco offer school leaver programme for people with higher school leaver’squalifications. It also offers graduate programme. In collaboration with the “Ireland’s NationalTraining and Employment Authority”, Tesco has developed two national training awards.Therefore, the company addresses any skills gaps among new joinees. The HR managers work

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